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Recent research from Heather Vough, associate professor of management at �鶹��Ƶ, argues that gaffes have potential negative consequences that go far beyond an awkward or uncomfortable moment.

Women who join tech companies must find a way to navigate a toxic workplace. Mandy O’Neill's forthcoming paper in Organization Science, written with Natalya M. Alonso of Haskayne School of Business, documents the “sexist culture of joviality” among trainees at a Latin American site run by a major U.S. tech company.

The call to prioritize social responsibility alongside profits can often create “an institutional contradiction” with “increased potential for conflict.” Bridging the areas of management, innovation and entrepreneurship, Professor Toyah Miller’s research illuminates the issues that will determine whether companies succeed or fail in their newly broadened mission.

“We all approach the world with knowledge that is infused by our own values,” says Matthew Cronin, co-author (with Laurie R. Weingart) of the research study Conflict Across Representational Gaps: Threats to and Opportunities for Improved Communication.

In his research, Hang Ren, an assistant professor of information systems and operations management, is investigating whether a 2012 federal regulation called the Hospital Readmissions Reduction Program (HRRP)—intended to improve patient care in hospitals by targeting readmissions for six targeted diagnoses or treatments—is fundamentally flawed in reducing readmissions or improving patient care.

Management Department faculty Victoria Grady and MBA Candidate Tyece Wilkins research paper that examines the role of psychological contracts and the way they can hinder organizational change.